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byMartinReeves,ClaireLove,andPhilippTillmannsARTWORKNualaO’DonovanRadiolaria,GridYellowCentre,2011Porcelain,stained,unglazed,36x24x36cmSpotlightYOURSTRATEGYNEEDSASTRATEGYTheoilindustryholdsrelativelyfewsur-prisesforstrategists.Thingschange,ofcourse,sometimesdramatically,butinrelativelypredictableways.Plannersknow,forinstance,thatglobalsupplywillriseandfallasgeopoliticalforcesplayoutandnewresourcesarediscoveredandexploited.Theyknowthatdemandwillriseandfallwithincomes,GDPs,weatherconditions,andthelike.Becausethesefactorsareoutsidecompanies’andtheircom-petitors’controlandbarrierstoentryaresohigh,nooneisreallyinapositiontochangethegamemuch.Acompanycarefullymarshalsitsuniquecapabilitiesandresourcestostakeoutanddefenditscompetitivepositioninthisfairlystablermament.Theinternetsoftwareindustrywouldbeanight-mareforanoilindustrystrategist.Innovationsandnewcompaniespopupfrequently,seeminglyoutofnowhere,andthepaceatwhichcompaniescanbuild—orlose—volumeandmarketshareishead-spinning.AmajorplayerlikeMicrosoftorGoogleorFacebookcan,withoutmuchwarning,introducesomenewplatformorstandardthatfundamen-tallyaltersthebasisofcompetition.Inthisenviron-ment,competitiveadvantagecomesfromreadingandrespondingtosignalsfasterthanyourrivalsdo,adaptingquicklytochange,orcapitalizingontech-nologicalleadershiptoinuencehowdemandandcompetitionevolve.Clearly,thekindsofstrategiesthatwouldworkintheoilindustryhavepracticallynohopeofworkinginthefarlesspredictableandfarlesssettledarenaofinternetsoftware.Andtheskillsetsthatoilandsoftwarestrategistsneedareworldsapartaswell,becausetheyoperateondierenttimescales,usedierenttools,andhaveverydierentrelationships76 HarvardBusinessReview September2012SPOTLIGHTONSTRATEGYPHOTOGRAPHY:SYLVAINDELEUhbr.orgSpotlightonStrategydowhatwehavefoundthatthemostsuccessfularealreadydoing—deployingtheiruniquecapabilitiesandresourcestobettercapturetheopportunitiesavailabletothem.FindingtheRightStrategicStyleStrategyusuallybeginswithanassessmentofyourindustry.Yourchoiceofstrategicstyleshouldbeginthereaswell.Althoughmanyindustryfactorswillplayintothestrategyyouactuallyformulate,youcannarrowdownyouroptionsbyconsideringjusttwocriticalfactors:predictability(Howfarintothefutureandhowaccuratelycanyouconfidentlyforecastde-mand,corporateperformance,competitivedynam-ics,andmarketexpectations?)andmalleability(Towhatextentcanyouoryourcompetitorsinfluencethosefactors?).Putthesetwovariablesintoamatrix,andfourbroadstrategicstyles—whichwelabelclassical,adap-tive,shaping,andvisionary—emerge.(Seetheexhibit“TheRightStrategicStyleforYourEnvironment.”)Eachstyleisassociatedwithdistinctplanningprac-ticesandisbestsuitedtooneenvironment.Toooftenstrategistsconflatepredictabilityandmalleability—thinkingthatanyenvironmentthatcanbeshapedisunpredictable—andthusdividetheworldofstrate-gicpossibilitiesintoonlytwoparts(predictableandimmutableorunpredictableandmutable),whereastheyoughttoconsiderallfour.Soitdidnotsurpriseustofindthatcompaniesthatmatchtheirstrategicstyletotheirenvironmentperformsignificantlybet-terthanthosethatdon’t.Inouranalysis,thethree-yeartotalshareholderreturnsofcompaniesinoursurveythatusetherightstylewere4%to8%higher,onaverage,thanthereturnsofthosethatdonot.Let’slookateachstyleinturn.Classical.Whenyouoperateinanindustrywhoseenvironmentispredictablebuthardforyourcompanytochange,aclassicalstrategicstylehasthebestchanceofsuccess.Thisisthestylefamiliartomostmanagersandbusinessschoolgraduates—fiveforces,blueocean,andgrowth-sharematrixanalysesareallmanifestationsofit.Acompanysetsagoal,tar-getingthemostfavorablemarketpositionitcanat-tainbycapitalizingonitsparticularcapabilitiesandresources,andthentriestobuildandfortifythatpo-sitionthroughorderly,successiveroundsofplanning,usingquantitativepredictivemethodsthatallowittoprojectwellintothefuture.Oncesuchplansareset,theytendtostayinplaceforseveralyears.Classicalstrategicplanningcanworkwellasastand-alonewiththepeopleonthefrontlineswhoimplementtheirplans.Companiesoperatinginsuchdissimilarcompetitiveenvironmentsshouldbeplanning,de-veloping,anddeployingtheirstrategiesinmarkedlydifferentways.Butalltoooften,ourresearchshows,theyarenot.Thatisnotforwantoftrying.Responsesfromare-centBCGsurveyof120companiesaroundtheworldin10majorindustrysectorsshowthatexecutivesarewellawareoftheneedtomatchtheirstrategy-makingprocessestothespecificdemandsoftheircompetitiveenvironments.Still,thesurveyfound,inpracticemanyrelyinsteadonapproachesthatarebettersuitedtopredictable,stableenvironments,evenwhentheirownenvironmentsareknowntobehighlyvolatileormutable.What’sstoppingtheseexecutivesfrommakingstrategyinawaythatfitstheirsituation?Webelievetheylackasystematicwaytogoaboutit—astrategyformakingstrategy.Herewepresentasimpleframe-workthatdividesstrategyplanningintofourstylesaccordingtohowpredictableyourenvironmentisandhowmuchpoweryouhavetochangeit.Usingthisframework,corporateleaderscanmatchtheirstrategicstyletotheparticularconditionsoftheirin-dustry,businessfunction,orgeographicmarket.Howyousetyourstrategyconstrainsthekindofstrategy
本文标题:1003-1-Your-Strategy-Needs-a-Strategy
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